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Culture and Management in the Americas$
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Alfredo Behrens

Print publication date: 2009

Print ISBN-13: 9780804760140

Published to Stanford Scholarship Online: June 2013

DOI: 10.11126/stanford/9780804760140.001.0001

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PRINTED FROM STANFORD SCHOLARSHIP ONLINE (www.stanford.universitypressscholarship.com). (c) Copyright Stanford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in SSO for personal use.date: 23 October 2019

Strategy and Control

Strategy and Control

Chapter:
(p.274) Chapter 16 Strategy and Control
Source:
Culture and Management in the Americas
Publisher:
Stanford University Press
DOI:10.11126/stanford/9780804760140.003.0017

This chapter explores strategy and control issues and how they are affected by culture, focusing on the alleged greater uncertainty aversion of Argentines and Brazilians. It argues that surveys have been biased against cultural traits that are inherently Latin American, and suggests that this may explain why Argentina and Brazil have been portrayed as uncertainty-averse countries more than what is warranted. It also looks at the survey-based depiction of Latin Americans as being unusually averse to risk, addresses control and performance instruments such as anonymous denunciation and feedback, and contends that the Latin American' propensity to work in teams fosters engagement that could be jeopardized if workers are subjected to a climate of denunciation, especially in environments such as Latin America. The chapter argues that outsourcing and single-purpose companies may not be the most effective avenues in “smaller ponds,” analyzes obsessiveness as represented in the epic novel Moby-Dick and in the temperance movement in the United States, and considers mergers and acquisitions in relation to culture.

Keywords:   strategy, control, culture, uncertainty, risk, Brazil, Argentina, Latin America, feedback, obsessiveness

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